Author: Thomas

  • Alle Führungskräfte sollten Pferde besitzen​

    Alle Führungskräfte sollten Pferde besitzen​

    Alle Führungskräfte sollten Pferde besitzen

    Employees want to know how to behave toward their colleagues. Leading? Demanding? Dominant? Subordinate? New employees do not always find their way into the team immediately. Some team leaders earn their position through strength and performance, while other leaders are de facto “elected” by their employees. Furthermore, the supposed bosses are not always the only or even actual managers of the employees.

    Team members are herd animals

    The last paragraph sounds familiar from everyday work? Most certainly! What if I now say that these statements do not come from reference books on leadership and team building, but rather from literature on the herd behavior of horses? After a brief moment of amazement, this will certainly meet with approval.

    In many respects, the dynamics within teams resemble those of a herd of horses. Certainly, one of the biggest mistakes managers make is assuming that they will always manage to put together a perfect team. But this is certainly not true. Just like in the animal world, in business you sometimes have to admit that – regardless of professional qualifications – some groups simply don’t harmonize. The fact is that both animals and people need to be able to “smell each other.” Unclear relationships create uncertainty, discomfort and stress.

    In the end, the team (the herd) decides for itself whether and how it works together. Of course, the manager can exert influence to a certain extent, but there are limits here. Isolated employees or overly dominant and troublemaking colleagues are often poison for the team.

    Important To Know About Leadership

    How does one actually become a manager?

    The next big mistake managers make is to believe that you can determine leaders. Rarely does the best or most experienced employee also become a very good leader. Rather, it is the will to be the boss that is the decisive factor. And this will, in combination with actual ability, is often recognized more clearly and more quickly by team members than by managers.

    Horses know two ways to become herd bosses: either the strongest animal asserts itself through impertinence and scuffles (analogous to the occupation: performance and strength) or lower-ranking animals “choose” their boss by seeking the proximity of a level-headed, calm, experienced and yet self-confident conspecific and joining him.

    Can the herd-like performance principle and this form of democracy, i.e. electing the superior or representative, also work in companies? Absolutely – as long as the culture of the company allows and promotes it! In any case, it is highly likely that an organically formed team structure is sustainable and harmonious. Of course, this does not relieve management of the task of setting up teams in a professional and goal- or profit-oriented manner.

    Ranking and leading tasks in the team

    What right do the managers have to decide how exactly the work is distributed in the team? Who takes the first shift, who does the creative and who the technical part, who writes the documentation and who holds training sessions? Horses sort things out among themselves and create their own strict rules – and are happy with them. Admittedly, with horses the rules are limited to the order in which they eat and the question of who is allowed to shelter when it rains. Nevertheless, nature shows us the advantages of a self-determined group formation.

    By the way, a herd of wild horses usually has two leaders at the same time: the lead stallion, who is without question the strongest animal and holds the group together, and the “manager”, i.e. the actual boss, who organizes and coordinates – and is usually an experienced mare in mixed herds. Often we also know this from teams, when next to the manager there is a second “shadow team leader”, who enjoys the trust of the group and distributes the actual work. Nature is also groundbreaking here, and knew diversity long before humans.

    Managers and leaders who have themselves dealt with herding horses or other herd animals will most likely find it easier to assemble and lead a team. Team members are herd animals. However, this qualification can be learned – at least to a certain extent. I am happy to support team building in the form of management consulting.

    Team Forming

    A lot of input about herd behavior of horses has been taken with appreciation from this outstanding article.

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    Together, we will bring leadership to the next level. For your business or your team.

  • Richtige Kommunikation für Manager

    Richtige Kommunikation für Manager

    Richtige Kommunikation für Manager

    Correct communication is the basis for uncomplicated cooperation and a successful company. That is the main reason why managers must learn to communicate correctly sooner or later. Because only when the receiver understands what the sender wants from him, a project can be satisfactorily and profitably developed and completed.

    More than 90 % say their bosses lack comunication skills

    Why communication is the foundation of a leader

    Major organizational problems often originate in faulty or incomplete communication between the respective managers. Because only when department A knows what department B is doing and vice versa, the company is pulling together. This requires the appropriate communication, which should be clear, understandable and simple.

    Clear communication is necessary to avoid misunderstandings. One myth is that long, convoluted sentences demonstrate a certain expertise. The same goes for the use of foreign words. But managers enjoy much more trust from their employees if they express themselves clearly, simply and concisely. Because only those who are fully understood can also be convincing.

    So avoid complicated sentence structures, anglicisms, abstract terms. Instead, use short, concise sentences and common terms. If a topic is particularly complex, it can be difficult at first to explain it in a way that the general public can understand. But it’s worth the effort, as you’ll see from the reaction of your employees. Those who can give good speeches that stimulate and enjoy greater confidence and thus build up a role model function.

    Scientific digression

    How do I talk to my employees as a manager?

    As already mentioned, a manager should communicate clearly and understandably. This consists of a language that all those present can understand equally. However, it is by no means a matter of using kindergarten language and giving employees the feeling that they are not quite up to scratch. Rather, it is about the so-called sender-receiver model, also known as the Shannon-Weaver model. Model developers Claude E. Shannon and Warren Weaver brought up this communication model in the 1940s.

    Originally, it describes a binary mathematical model that aims to enable the exchange of information between two systems. However, this model has also become established in the psychology of communication, explaining how communication between two or more parties should take place so that the information does not arrive at the receiver either incorrect or full of gaps.

    How does the sender-receiver model work?

    Person A, the sender, wants to convey a piece of information to person B, the receiver. To do this, person A converts his thoughts into speech, facial expressions, gestures or writing. Person B receives the message as a signal. In order for this signal to be correctly decoded, i.e. understood, by person B, person A and person B must have the same code – a common language, for example. By responding to it, the receiver becomes the sender himself.

    To be able to decode the language of his counterpart properly, both parties to the conversation must have things in common, such as a common language. But it is not enough to speak the same language, such as German or English; you also need the same vocabulary and the corresponding knowledge. If the manager uses jargon that person B does not know, it is as if the two parties speak different languages and the communication process is disrupted.

    No matter how accurately the sender has articulated the message, if the shared knowledge is missing, the receiver cannot fully understand the message.

    This is why even the best-qualified executives are not always understood by their employees, and why the company ultimately loses direction and overall focus. Of course, you always have to look at the disruption of the communication process individually in order to find the appropriate solutions. Do you know these problems? Within the framework of executive coaching, we can work on them together.

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  • Management Beratung als Chance​

    Management Beratung als Chance​

    Management Beratung als Chance

    Every company depends on good management, because it makes strategic decisions, sets the direction and ultimately leads to success. But not all managers are leaders and not all leaders are good managers. Accordingly, most of them will have to admit that they need advice in the form of management consulting from time to time.

    Setting the direction, making strategic decisions for the company and leading it to success are among the central tasks of a manager. But every manager is also dependent on employees respecting him or her and trusting his or her judgment – because success is borne by all the pillars within a company’s hierarchy. For this reason, it is especially important that the communication between management and employees is a good one.

    What employees say about their respective managers

    1 %

    reported their managers would not recognise their achievements.

    1 %

    said their managers do not give clear directions.

    1 %

    complained that their managers won’t meet with them because not having the  time.

    1 %

    said their managers would not even know their employee’s names.

    Even Managers Need Advise!

    If managers often focus on strategic development and on setting the direction, communication often gets out of focus. This becomes problematic as soon as managers lose touch with their employees. A downward spiral begins. Now it’s important to recognize this and intervene as quickly as possible: With employee involvement, clear instructions, recognition and productive feedback. After all, productivity is always related to communication and the feeling of togetherness. A good piece of advice: give your employees more than a simple “Well done!”. Get specific, communicate very clearly, “I appreciate how you involve colleagues from other departments. You are a connector.” Let your employees know that you notice them, take notice of them, and value their contributions. You’ll be amazed at what a simple but sincere “thank you” can do in person or in front of the team.

    The interplay of input and output

    Managers and leaders are used to giving output. After all, they set the direction and thus steer the ship. After all, the team needs instructions. But they often leave out the fact that the crew at their respective posts perceives completely different things than they can see as captains from the wheelhouse. So be open to the input of your employees and communicate this. Approach your colleagues and ask them questions, “What is your assessment?”, “What do you think we can improve?”, “What do you like about this project?” – as soon as it has arrived in the company that you are open to this input, respect and trust have been established, people will approach you of their own accord. 

    Every manager, every company and every executive faces individual challenges that cannot be overcome single-handedly. Most of the time, operational blindness prevails or the necessary distance is missing. The solution is to bring in external help that sees the whole thing from a different perspective. This is possible in the context of management consulting, in which rudimentary skills are not explained, but the senses for communication are sharpened and positive results are ensured. An initial discussion will already help to gain an overview of where your company stands and where it can stand in the future. Feel free to contact me to benefit from my years of experience and mindset.

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  • Psychologische Sicherheit

    Psychologische Sicherheit

    Psychologische Sicherheit

    Der Erfolg eines Unternehmens hängt in erster Linie von seinen Mitarbeitern ab. Deshalb sollte es ein vorrangiges Anliegen der Führungskräfte sein, eben diesen Menschen psychologische Sicherheit am Arbeitsplatz zu bieten.

    (…) Psychologische Sicherheit ist der Motor der Leistung, nicht der Treibstoff (…)

    Psychologische Sicherheit

    Die psychologische Sicherheit bestimmt, wie offen die Teammitglieder innerhalb eines Unternehmens kommunizieren. Deshalb geht es hier vor allem darum, offen zu sein und Unsicherheiten und Fehler miteinander zu teilen. Es geht darum, Dinge offen zu kommunizieren, über die man normalerweise nicht gerne spricht – vor allem im Arbeitsumfeld. Schließlich will sich jeder von seiner besten Seite zeigen. Oder zumindest einen Schein wahren, den man über Jahre hinweg kultiviert hat, um ernst genommen zu werden. Doch diese Zeiten sind vorbei.

    Moderne Unternehmen, die am Puls der Zeit sind, brauchen keine Mitarbeiter, die ihre Ellenbogen gegen ihre Kollegen ausfahren. Sondern Menschen, die ihr Know-how mit anderen teilen und ihre Schwächen zugeben. Der Trend geht also zurück zu Menschen mit all ihren Fehlern – und dem unermesslichen Potenzial, das in ihnen steckt, sobald sie sich diese eingestehen können.

    Hier kommt die psychologische Sicherheit ins Spiel, die es den Mitarbeitern ermöglicht, offen und ehrlich miteinander zu kommunizieren, ohne befürchten zu müssen, dass ihre Handlungen, Gedanken und Ideen ihnen zum Verhängnis werden.

    Psychologische Sicherheit zielt darauf ab, sich vertrauensvoll, zuverlässig, klar und sinnvoll in dem Wissen zu bewegen, dass die eigene Existenz im Unternehmen eine positive Wirkung haben wird. Und dies mit diesem Wissen im Hinterkopf gerne zu tun.

    Wenn wir an einen Ort des Wohlbefindens denken, denken wir an unser Zuhause, unsere Familie. Also typischerweise der Ort, an dem man so sein kann, wie man ist, und dafür geschätzt und gemocht wird. In der Arbeitswelt ist das oft anders. Denn nicht jeder hat verstanden, dass auch der Arbeitsplatz ein Ort des Wohlbefindens sein muss, damit sich die Menschen dort wohlfühlen können. Das führt am Ende vor allem zu einem: verschenktem Potenzial.

    Die psychologische Sicherheit zielt darauf ab, dass alle Mitarbeitende, von der Führungskraft bis zur Arbeitsgruppe, Verletzlichkeit und Vertrauen zeigen können und nicht zuletzt bereit sind, Verantwortung zu übernehmen.

    Der Arbeitsplatz als Ort des Wohlbefindens dank der psychologischen Sicherheit

    Mit nachhaltiger Beratung zum Erfolg!

    Die Basis für psychologische Sicherheit

    Verletzlichkeit zeigen…

    … bedeutet auch immer, eine Aufgabe besonders ernst zu nehmen. Wenn ein Mitarbeiter in einem Gespräch zugibt, dass er eine Frage oder eine Aufgabe nicht verstanden hat, kann er die Aufgabe nicht nur durcharbeiten, sondern auch zusätzliche Lösungen finden. Wenn das Unternehmen diese optimistische und vertrauensvolle Atmosphäre schafft, kann sich der Mitarbeiter stärker und effektiver einbringen. Die Aufgabe wird zu seiner Aufgabe.

    Es ist keine Schwäche, zuzugeben, dass man etwas nicht auf Anhieb verstanden hat, es erfordert sogar Mut. Diese Denkweise ist wichtig, um sich zu öffnen.

    Vertrauen geben und bekommen…

    … ist der Motor für persönliches Wachstum. Wenn Sie sich selbst vertrauen, erhöhen Sie Ihre Glaubwürdigkeit bei anderen. Anderen zu vertrauen, erhöht die Solidarität. Verbundenheit, die das Team und das Zusammengehörigkeitsgefühl im Unternehmen stärkt. Dinge, die sowohl den Charakter als auch die Kompetenzen des Einzelnen stärken.

    Die Fähigkeit, Verantwortung zu übernehmen…

    … macht die Arbeit leichter und führt zu schnelleren Lösungen. Wer ein Problem vor sich herschiebt, es an andere weitergibt oder sich nicht sicher ist, verlängert immer die internen Prozesse. All das kostet Zeit. Mitarbeiter und Führungskräfte, die sich für Lösungen einsetzen, sind effektiver und handeln immer lösungsorientiert.

    Und hier schließt sich der Kreis: In einem psychologisch sicheren Umfeld, in dem sich die Mitarbeiter auf allen Hierarchieebenen verletzlich zeigen dürfen, in dem ihnen vertraut wird und sie Verantwortung übernehmen können, steht der Übernahme von Aufgaben nichts im Wege. Dieses Team arbeitet selbständig, aktiv und vor allem mit Freude am Erfolg des Unternehmens.

  • Führungskräfte müssen reden

    Führungskräfte müssen reden

    Führungskräfte müssen kommunizieren

    Führungskräfte müssen reden! Viele Missverständnisse in Organisationen entstehen, wenn die Leiter verschiedener Abteilungen nicht gut genug miteinander kommunizieren.

    Kosten pro Person und Jahr
    $ 1

    91 Prozent von 1.000 Arbeitnehmern sagen, ihren Chefs fehle es an Kommunikationsfähigkeit (Quelle)

    Unzufriedene Mitarbeitende
    1 %

    Fehlkommunikation kostet selbst kleinere Unternehmen mit 100 Mitarbeitern durchschnittlich 420.000 Dollar pro Jahr. (Quelle)

    Führungskräfte müssen reden!

    Es ist von enormer Bedeutung, dass die Führungskräfte – auf derselben Hierarchieebene – miteinander kommunizieren und vollständig aufeinander abgestimmt sind. Viele Missverständnisse in Organisationen entstehen, wenn die Führungskräfte verschiedener Abteilungen nicht über die Motivationen, Ansätze und Ziele der anderen Bescheid wissen. Während die Mitarbeiter in Abteilung A vielleicht gut über die jüngsten Entscheidungen informiert sind, sind es die Mitarbeiter in Abteilung B vielleicht nicht – und das ist höchstwahrscheinlich der Anfang von großen organisatorischen Problemen. Die Mitarbeiter beginnen sich zu wundern und zu streiten. Es können sich Silos bilden und der Gesamtfokus verliert die Richtung.

    Ich habe das immer wieder erlebt – selbst bei erfahrenen und hoch qualifizierten Führungskräften. Einige grundlegende und sehr einfache Regeln und Methoden werden dazu beitragen, die Kommunikation in Organisationen zu verbessern.

    Führungscoaching hat einen enormen Einfluss auf Ihre Führungskräfte, das Engagement Ihrer Mitarbeiter und die Geschäftsergebnisse insgesamt.

    Leadership Coaching

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